Campus Location

Dallas Campus

Date of Award

Spring 5-2019

ORCID

https://orcid.org/0000-0003-4451-425X

Document Type

Dissertation

Department

School of Educational Leadership

Degree Name

Doctor of Education

Committee Chair or Primary Advisor

Rick Dool

Second Committee Member or Secondary Advisor

Joe Cardot

Third Committee Member or Committee Reader

Jonathan Wilson

Abstract

Abstract

It is extremely expensive for an organization to question the effectiveness of its customer relationship management (CRM) systems. The purpose of this study was to gain understanding of how leadership sponsorship impacts the effectiveness of CRM implementation, deployment, and daily use in the United States. A mixed-methods research study was conducted using an electronic survey questionnaire to gather quantitative data and phone interviews to gather qualitative data. The sample included individuals who were familiar with CRM and worked in organizations in the United States that had implemented a CRM system no less than 2 years and no more than 5 years prior to this study. The quantitative findings indicated value in leaders maintaining a focus on the needs of the customer, encouraging flexibility for employees as they work through their processes, and keeping current with the culture of technological advances. The qualitative findings revealed the relationship between leadership sponsorship and effective usage of CRM is greatly benefited when key leadership positions act at the right times, when organizations involve the user in the CRM processes, and when leaders find a way to incorporate CRM into the daily workflow. The findings suggested that the relationship between leadership sponsorship and CRM effectiveness was stronger when specific leadership positions were engaged in the appropriate things at the right times.

Keywords: customer relationship management systems, CRM implementation, leadership focus, organizational effectiveness, organizational performance, leadership sponsorship

Creative Commons License

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.

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